Planning, Resources and Systems: Logistics for Practice Managers

Logistics might make you think of trucks crisscrossing the country. It’s all about planning, processes and implementation – but logistics isn’t just for the transport industry

In fact, there’s a lot that practice managers can learn from logistics because, at the end of the day, you’re delivering something vital too!

Logistics Planning

In logistics, successful planning involves answering key questions: What needs to be done? When should it happen? Where will it take place? And how will it be carried out? These fundamental questions ensure that every step of the process is clearly defined, and nothing is left to chance. Applying this mindset to your practice can make your operations smoother and more predictable. For instance, when planning a new project or event, mapping out the ‘what, when, where and how’ in advance will help identify potential challenges.

Another crucial aspect of logistics is identifying how tasks are interconnected. In logistics, if a delivery truck breaks down, it can cause a chain reaction of delays. Similarly, in a practice, if a key staff member is unexpectedly absent, it can impact healthcare delivery, support staff schedules and even patient well-being. Therefore, understanding the dependencies between tasks helps you to plan more effectively and put contingency measures in place, ensuring that one disruption doesn’t cause a domino effect.

Resource Management

Efficient resource management is at the heart of both logistics and practice management. In logistics, resources include trucks, drivers, fuel and time. In practices, resources can range from human resources, such as reception staff and healthcare workers, to physical assets like examination rooms, IT equipment and budget allocations.

Managing these resources efficiently means knowing what you have, what you need and how to best allocate them. In logistics, poor resource management can result in empty trucks on the road or wasted fuel. In a practice, it might mean staff being overburdened or underutilised, practice spaces not being used to their full potential, or budget overspending. Implementing a resource tracking system can help practice managers gain insights into resource utilisation, identify areas for improvement and make data-driven decisions.

Strategic resource allocation also means prioritising tasks based on urgency and importance. For instance, during peak times such as flu vaccination periods, resources may need to be redistributed to cover higher workloads. Just as logistics companies plan for peak delivery seasons, practices should anticipate busy periods and plan accordingly.

System Implementation

In logistics, implementing new systems – like automated tracking or digital scheduling – requires careful planning and training. Similarly, in practices, introducing new systems, whether they are for staff scheduling or financial tracking, demands thorough planning.

Start by clearly defining the goals of the new system and identifying potential challenges. Training is essential. In logistics, staff need to understand how to use new systems effectively to avoid disruption. Similarly, practice staff should be adequately trained on new software or procedures to ensure they are confident and competent. Provide user guides, hold training sessions and gather feedback to fine-tune the system post-implementation.

Evaluation is the final step. Just as logistics companies monitor delivery efficiency after system changes, practices should assess whether the new system meets its objectives, such as reducing administrative time or improving record accuracy.

By adopting a logistics mindset, practice business managers can optimise planning processes, resource management and system implementation. This approach not only streamlines operations but also reduces disruptions. Whether it’s delivering healthcare outcomes or managing day-to-day practice functions, the principles of logistics can help practice leaders work smarter, not harder.